BUS 3010: Chapter 17 - Managing Conflict, Politics, and Negotiation
Whereas compromise uses a give and take exchange, ___________ looks to resolve differences rather than making any concessions.
-collaboration or collaberation
As a way of handling conflict, when the two sides are more concerned about winning the battle than cooperating to arrive at a solution that is best for the organization, it is called _____________.
-competition
In distributive negotiations, conflicts are handled by ______. -competition -compromise -accommodation -collaboration
-competition
True or false: Managers can effectively resolve conflicts by increasing levels of integration.
-True
Which conflict management strategy takes place when one party to the conflict simply gives in to the demands of the other party? -Compromise -Avoidance -Mediation -Accommodation -Collaboration
-Accommodation
______ is a conflict management strategy that typically occurs when one party has more power over the other. -Accommodation -Negotiation -Mediation -Collaboration -Avoidance
-Accommodation
_____ give managers power because they provide the managers with support for their initiatives. -Negotiations -Alliances -Strategies -Evaluations
-Alliances
Which organizationally focused conflict strategy is the most appropriate to use when the source of the conflict is overlapping authority or status inconsistencies? -Altering the source of conflict -Increasing diversity training -Using permanent transfers -Changing the organizational culture
-Altering the source of conflict
Which of the following is not a conflict strategy that focuses on individuals? -Altering the source of the conflict -Using dismissal when necessary -Increasing awareness of the sources of conflict -Increasing diversity awareness
-Altering the source of the conflict
Which of the following is an ineffective conflict handling approach in which the two parties try to ignore the problem and do nothing to resolve their differences? -Mediation -Avoidance -Accommodation -Arbitration
-Avoidance
Which of the following are political strategies used by managers for exercising power to gain support? (Choose all that apply.) -Bringing in an outside expert -Developing an accommodating culture -Making everyone a winner -Controlling the agenda -Relying on objective information
-Bringing in an outside expert -Making everyone a winner -Controlling the agenda -Relying on objective information
______ is a way of managing conflict in which both parties work together to find a solution that satisfies their goals and leaves them both better off without having to make concessions that are important to each party. -Collaboration -Avoidance -Compromise -Negotiations
-Collaboration
______ or compromise are two means of functional conflict resolution. -Collaboration -Negotiation -Avoidance -Accommodation
-Collaboration
Which of the following are types of functional conflict resolution? (Choose all that apply.) -Collaboration -Compromise -Accommodation -Arbitration
-Collaboration -Compromise
______ is an ineffective conflict handling method in which each party tries to maximize its own gain. -Accommodation -Avoidance -Competition -Compromise
-Competition
______ occurs when each party to a conflict tries to maximize its own gain and has little interest in understanding the other party's position. -Compromise -Collaboration -Avoidance -Competition
-Competition
Which of the following conflict strategies are ineffective from the perspective of the organization? (Check all that apply) -Competition -Collaboration -Compromise -Accommodation -Avoidance
-Competition -Accommodation -Avoidance
Which conflict management strategy results in a give and take exchange and the willingness to make concessions until a resolution is reached? -Collaboration -Compromise -Negotiation -Mediation
-Compromise
______ is a conflict management strategy in which each party is not only concerned about their own goals, but also those of the other party. It results in a give and take exchange and the willingness to make concessions. -Negotiation -Compromise -Accommodation -Collaboration
-Compromise
Which two strategies require cooperation and allows for solutions that enable the organization to achieve its goals? (Choose all that apply.) -Compromise -Collaboration -Avoidance -Competition -Accommodation
-Compromise -Collaboration
______ is possible when each party is concerned about not only it's own goal accomplishments, but also that of the other other party. ______ is when the parties try to satisfy their goals without making any concessions, but by coming up with a resolution that leaves them both better off. -Mediation; Compromise -Collaboration; Compromise -Collaboration; Mediation -Compromise; Collaboration
-Compromise; Collaboration
______ arises when managers are unable to acquire, develop, protect or utilize resources most effectively. -Conflict -Globalization -Centralization -Authority
-Conflict
______ are what a person wants; ______ are why the person wants them. -Motivations; demands -Interests; demands -Demands; interests -Demands; motivations
-Demands; interests
______ negotiation is an adversarial negotiation in which parties look to concede as little as possible. -Distributive -Collective -Integral -Integrative
-Distributive
True or False: All parties to a conflict need to keep focused on the problem and be able to discredit the other party.
-False
True or false: A first-party negotiator is an impartial individual with expertise in handling conflicts and negotiations who helps parties in conflict reach an acceptable solution.
-False
True or false: A mediator is a third-party negotiator who forces an agreement to resolve conflicts.
-False
True or false: Avoidance is a very effective strategy to use with conflict.
-False
True or false: Building alliances is not an effective political strategy for increasing power.
-False
True or false: Compromise and collaboration are used to manage conflict in the same way.
-False
True or false: There is no need to increase diversity awareness.
-False
True or false: When two parties seek to resolve issues to each other's satisfaction, they are using a strategy of competition.
-False
Which of the following are examples of superordinate goals? (Choose all that apply.) -Gaining a competitive advantage -Increasing the power of the marketing department -Increasing organizational effectiveness -Increasing responsiveness to customers
-Gaining a competitive advantage -Increasing organizational effectiveness -Increasing responsiveness to customers
Which of the following conflict strategies focus on individuals? (Choose all that apply.) -Increasing awareness of the sources of conflict -Altering the source of the conflict -Changing the organizational culture -Using dismissal when necessary -Increasing diversity awareness
-Increasing awareness of the sources of conflict -Using dismissal when necessary -Increasing diversity awareness
What is one way in which managers can effectively resolve conflicts in an organization? -Increasing competition -Decreasing output -Increasing accommodation -Increasing integration
-Increasing integration
______ conflict occurs between groups or teams while ______ conflict occurs within groups or teams. -Intragroup; intra-organizational -Intergroup; intragroup -Intra-organizational; inter-organizational -interpersonal; intrapersonal
-Intergroup; intragroup
Which type of conflict arises across organizations? -Interorganizational -Intergroup -Intrapersonal -Interpersonal
-Interorganizational
What are the characteristics of organizations experiencing levels of conflict that are too high? (Choose all that apply.) -Managers try to get even with their opponents rather than make good decisions. -Managers are concerned about winning political battles than building a competitive advantage. -Managers are likely to waste organizational resources to achieve their own ends. -Managers emphasize conformity at the expense of new ideas.
-Managers try to get even with their opponents rather than make good decisions. -Managers are concerned about winning political battles than building a competitive advantage. -Managers are likely to waste organizational resources to achieve their own ends.
_____ in an organizational culture might inadvertently promote dysfunctionally high levels of conflict that are difficult to resolve. -Negotiators -Norms -Values -Structure
-Norms -Values
______ are the activities that managers engage in to increase their power and to overcome opposition. -Organizational learning -Organizational structure -Organizational politics -Organizational strategy
-Organizational politics
The marketing department and the engineering department both assume they have control of the launch of a new product. What is the source of conflict? -Time horizons -Status inconsistencies -Overlapping authority -Scarce resources
-Overlapping authority
Altering the source of conflict is an appropriate strategy for which of the following sources of conflict? (Choose all that apply.) -Overlapping authority -Status inconsistencies -Different reward systems -Scarce resources
-Overlapping authority -Status inconsistencies -Different reward systems
Which of the following sources can cause organizational conflict? (Choose all that apply.) -Scarce resources -Incompatible goals and time horizons -Overlapping authority -Task isolation -Status inconsistencies
-Scarce resources -Incompatible goals and time horizons -Overlapping authority -Status inconsistencies
______ interdependencies can result in conflict because the delayed completion of one task creates a delay in completing other tasks on time. -Control -Task -Authority -Skill
-Task
Which of the following are the three kinds of resources organizations need to be effective? (Choose all that apply.) -Output resources -Technical resources -Conversion resources -Input resources -Knowledge resources
-Technical resources -Input resources -Knowledge resources
______ are relied on to help the two negotiating parties reach an acceptable resolutions of their conflict. -Bargainers -Servant leaders -Third-part negotiators -Acclimators
-Third-part negotiators
______ are impartial individuals who are not directly involved in the conflict. -Integrative bargainers -Third-party negotiators -Accommodators -Servant leaders
-Third-party negotiators
Which of the following statements are true regarding the effect of conflict on organizational performance? (Choose all that apply.) -Too much conflict causes performance to suffer. -Optimum level of conflict leads to high performance. -High levels of conflict lead to high levels of performance. -Too little conflict causes performance to suffer. -Low levels of conflict lead to high levels of performance.
-Too much conflict causes performance to suffer. -Optimum level of conflict leads to high performance. -Too little conflict causes performance to suffer.
True or False: Conflicting parties should emphasize the fair, or balanced, distribution of outcomes based on meaningful contributions.
-True
True or false: An arbitrator is a third-party negotiator who can impose what he or she thinks is a fair solution to a conflict that both parties are obligated to abide by.
-True
True or false: An organization that implements more than one reward system can lead to conflict.
-True
True or false: Competition can actually escalate levels of conflict.
-True
True or false: Conflict can arise due to communication problems and/or interpersonal misunderstanding.
-True
True or false: In order to exercise power and influence others to support your goals, bringing in an outside expert is, at times, as beneficial as using objective information.
-True
True or false: Managers gain power when they have valuable knowledge and expertise that allow them to perform activities that no one else can handle. This makes them irreplaceable. The more central irreplaceable activities are to organizational effectiveness, the more power a person gains.
-True
True or false: Members of an R&D department conflicting with the manufacturing department would be an example of an intergroup conflict.
-True
True or false: Scarce resources can be a source of conflict within organizations.
-True
True or false: Uncertainty is viewed as a threat within organizations.
-True
True or false: When managers exercise power unobtrusively, other members of an organization may not be aware that the managers are using their power to influence them.
-True
Hannah works at a company where managers emphasize conformity at the expenses of new ideas, resist change, and strive for agreement, rather than effective decision making. This company probably exhibits ______. -high levels of innovation -excessive conflict -strong organizational performance -a lack of conflict
-a lack of conflict
An ineffective conflict handling strategy involving a weaker party giving into the demands of the other party is called ______. -compromise -avoidance -accommodation -collaboration
-accommodation
Even though parties could use compromise and collaboration as a conflict management strategy, sometimes they will simply give in to the demands of the other party through ____________.
-accommodation
Building mutually beneficial relationships within or outside the organization is known as building ______. -alliances -mergers -competition -strategies
-alliances
When it comes to organizational conflict, there is ______. -no optimal level of conflict -a need to eliminate rather than manage it -an optimal level of conflict -no need to understand the types of conflict
-an optimal level of conflict
A third-party negotiator who can impose their decision on both parties (and the parties are obligated to abide by it) is known as a(n) ______. -manager -arbitrator -skunkworks -servant leader
-arbitrator
There are two types of third-party negotiators, one being a mediator and the other being a(n) ______. -mentor -collaborator -arbitrator -facilitator
-arbitrator
While a mediator is a third-party negotiator who has no authority to enforce a resolution to conflict, a(n) ___________ imposes what they believe to be a fair solution and the parties are obligated to abide by the decision.
-arbitrator
All parties to a conflict need to: (Choose all that apply.) -avoid the temptation to discredit one another. -keep focused on what is fair. -develop coalitions with like minded individuals. -keep focused on the problem.
-avoid the temptation to discredit one another. -keep focused on what is fair. -keep focused on the problem.
The ineffective conflict handling approach characterized by two parties ignoring the conflict is called ______________.
-avoidance
When both parties ignore a conflict, and do nothing to resolve the dispute, they are using the ______ conflict management strategy. -accommodation -competition -collaboration -avoidance
-avoidance
When operating at an optimum level of conflict, organizations tend to: (Choose all that apply.) -view disagreements as an unnecessary element of conflict that causes dysfunction. -be open to a variety of perspectives. -view debates as a necessary ingredient to effective decision making. -be open to new ways of improving organizational functioning.
-be open to a variety of perspectives. -view debates as a necessary ingredient to effective decision making. -be open to new ways of improving organizational functioning.
When a manager brings in an outside expert to support a decision, it can: (Choose all that apply.) -eliminate the need for superordinate goals. -cause subordinates to see the appropriateness of a manager's activities. -help the manager control the agenda. -add credibility to the manager's initiatives.
-cause subordinates to see the appropriateness of a manager's activities. -add credibility to the manager's initiatives.
Managers in ______ are responsible for activities that are directly connected to the organization's goals and sources of competitive advantage. -consultant jobs -freelance positions -central positions -replaceable jobs
-central positions
Conflict management strategies that focus on the whole organization include: (Choose all that apply.) -increasing diversity awareness and skills. -changing an organization's structure or culture. -practicing job rotation. -directly altering the source of conflict.
-changing an organization's structure or culture. -directly altering the source of conflict.
Along with compromise, ______ is another means of functional conflict resolution. -accommodation -avoidance -collaboration -competition
-collaboration
The main conflict management strategies are compromise, accommodation, avoidance, and ______. -overlapping authority -status inconsistencies -collaboration -intergroup
-collaboration
When each party seeks to maximize its own gain and has little interest in understanding the other's position they are using a(n) ______. -compromise conflict handling style -avoidance conflict handling style -accommodation conflict handling style -competitive conflict handling style
-competitive conflict handling style
The conflict management strategy that uses a give and take exchange and makes concessions to reach a reasonable resolution is an example of a(n) ______________.
-compromise
The main strategies to handle conflict are ______, competition, collaboration, accommodation, and avoidance. -negotiation -arbitration -compromise -mediation
-compromise
In integrative bargaining, conflicts are handled through: (Choose all that apply.) -competition. -avoidance. -accommodation. -compromise. -collaboration.
-compromise. -collaboration.
Goals can have different time horizons that can result in _______. -role ambiguity -negotiation -conflict -authority
-conflict
Organizational ___________ exists when there are differences over goals, values or other interests that thwart the attempts of parties to achieve their objectives.
-conflict
The discord that arises when goals, interests, or values of various groups are not in alignment with an overall vision is known as organizational ______. -learning -culture -conflict -change
-conflict
The utilization of two or more reward systems in organizations can contribute to organizational ____________.
-conflict
The utilization of two or more reward systems in organizations can contribute to organizational _____________.
-conflict
When dysfunctionally high levels of _____________ occur among top managers who cannot resolve their differences, one of them may have to leave the company.
-conflict
A manager who exercises power unobtrusively by determining what alternatives are to be considered at all times is ______. -making everyone a winner -controlling the agenda -setting up a reward system -dispersing accountability
-controlling the agenda
Blake has strong influence on what alternatives are considered or even whether a decision is made. Blake is probably ______. -setting superordinate goals -relying on objective information -controlling the agenda -making everyone a winner
-controlling the agenda
When parties to a conflict are willing to ______, they can devise a solution that both find acceptable. -be dysfunctional -be resolute -cooperate -fight for their choice
-cooperate
The two ways to effectively manage conflict when one member does not understand the work activities of another are to practice job rotation and ______. -encourage one party to give in to the other -accommodation -encourage competition -create temporary assignments
-create temporary assignments
One strategy of conflict management that focuses on the whole organization is to change the organization's structure or _______________.
-culture
Removing norms and values that inadvertently promote dysfunctionally high levels of conflict can change the organizational ______. -structure -learning -hierarchy -culture
-culture
Company A and Company B have a very competitive and combative relationship that is contingent on fixed resources. They are now entering a negotiation on an issue in which neither party is willing to concede very much. This is known as a(n) _______ negotiation. -distributive -healthy -integrative -third-party
-distributive
In contrast to __________ negotiations which seek to share a "fixed pie," integrative bargaining looks to come up with a creative solution in which both gain.
-distributive
One of the five main strategies to use in order to avoid engaging in ______ negotiation is to emphasize superordinate goals. -integrative -collaborative -distributive -conflict
-distributive
Parties that see no point in interacting or do not care about interpersonal relationships during negotiations will use the ______ negotiation resolution technique. -collaboration -distributive -integrative -avoidance
-distributive
Molly always tries to focus on what is fair when in a negotiation. This is consistent with the principle of ______. -collective bargaining -distributive justice -procedural justice -integrative justice
-distributive justice
The two major types of negotiation are ______. -collective bargaining and intragroup globalization -integrative bargaining and neutral collaboration -distributive negotiation and integrative bargaining -intragroup bargaining and distributive strategy
-distributive negotiation and integrative bargaining
Managers can use many strategies for integrative bargaining including: (Choose all that apply.) -emphasizing superordinate goals. -ignoring the interests of parties. -focusing on the people, not the problem. -focusing on what is fair.
-emphasizing superordinate goals. -focusing on what is fair.
Reliance on objective information leads others to support a manager's decision based on ______. -position -assumptions -authority -facts
-facts
Conflict management strategies that ensure that conflicts are resolved in a(n) ______ focus on individuals and the organization as a whole. -functional manner -competitive manner -avoidance manner -dysfunctional manner
-functional manner
Interorganizational conflict can occur between ______. -government agencies and corporations -many different departments in a company -two coworkers in different departments of a company -people of different ages and ranks in a company
-government agencies and corporations
A strategy used by managers to ______ is to generate resources. -manage globally -decrease accountability -increase conflict -increase power
-increase power
When a conflict occurs because of a differing values between ethnic groups, managers can handle the conflict by ______. -increasing diversity training and skills -practicing the avoidance strategy -using permanent transfers or dismissals -changing the organizational culture
-increasing diversity training and skills
When personalities clash or linguistic styles differ, managers can manage the conflict by ______. -increasing diversity awareness and skills -increasing the awareness of the source of conflict -changing the culture of the organization -practicing job rotation
-increasing the awareness of the source of conflict
Handling conflicts through accommodation, avoidance, or competition is ______ from an organizational point of view. -optimal -the best choice -effective -ineffective
-ineffective
A manager who emphasizes superordinate goals; focuses on the problem, not the people; and focuses on the interests, not the demands is facilitating ___________ bargaining.
-integrating
Conflicting parties who do not view the conflict competitively and who feel they may be able to increase the resource pie for each by coming up with a creative solution engage in ____________ bargaining.
-integrating
In __________ bargaining, conflicts are handled through collaboration and compromise.
-integrative
In contrast to distributive negotiations which seek to share a "fixed pie," ______ bargaining looks to come up with a creative solution in which both gain. -distributed -competitive -collaboration -integrative
-integrative
One strategy for ______ bargaining involves the two conflicting parties generating new alternatives that might expand the resource pie. -mediated -investigative -collaborative -integrative
-integrative
Distributive negotiation is used when there is a fixed amount of resources that need to be divided in a conflict, whereas parties who feel there may be a creative solution to a conflict may turn to ______. -integrative bargaining -accommodation -an organizational restructure -avoidance
-integrative bargaining
Trust, information sharing, and a desire to achieve a good resolution are characteristics of ______. -accommodation -distributive negotiation -arbitration -integrative bargaining
-integrative bargaining
Task ______ can result in conflict because the delayed completion of one task creates a delay in completing other tasks on time. -variety -interdependencies -independence -authority
-interdependencies
Demands are what people want. The reasons they make these demands are referred to as: ______. -problems -interests -subordinate goals -strategies
-interests
There are four types of conflict in organizations, which are interpersonal, intragroup, intergroup, and ______. -negotiation -arbitration -intradepartmental -interorganizational
-interorganizational
As manager of the maintenance division, Steve is concerned about the environmental impact of the various processes performed by his company. Ellen, a coworker in charge of equipment acquisition for the maintenance division, pays little if any attention to environmental issues when purchasing equipment. Steve is very upset by Ellen's apparent lack of environmental awareness and care. Ellen and Steve are experiencing ______ conflict. -interorganizational -intergroup -intragroup -interpersonal -intrapersonal
-interpersonal
The type of organizational conflict that occurs between individual members of an organization is known as ______ conflict. -intrapersonal -organizational -interpersonal -intergroup -interorganizational -intragroup
-interpersonal
Conflict that arises within a group or team is known as ______ conflict. -intragroup -interpersonal -intergroup -intrapersonal -organizational
-intragroup
Members of the accounting department are in disagreement about which new accounting software package to purchase. This is an example of ______ conflict. -organizational -intrapersonal -interpersonal -intragroup -intergroup
-intragroup
Organizations need three kinds of resources to be effective. One of these includes resources related to marketing, information technology, and engineering expertise. These kinds of resources are called ______. -technical resources -input resources -unnecessary resources -knowledge resources
-knowledge resources
When two managers have a high degree of conflict that cannot be resolved, it may be necessary for one of them to ______. -sue the other -leave the company -lie about the issue in order to force a resolution -find a higher level executive who will side with them, thereby forcing a conclusion in their favor
-leave the company
If a marketing manager and a production manager focus on different goals, then conflict is ______. -likely -unlikely
-likely
Max solicits the support of his entire team whenever he needs to make critical decisions. In return he makes sure everyone on his team is rewarded for their support. Max is ______. -making everyone a winner -setting up SMART goals -controlling the agenda -subverting central authority
-making everyone a winner
When managers ensure that employees' support is duly rewarded, they are ______. -controlling the agenda -relying on objective information -bringing in an outside expert -making everyone a winner
-making everyone a winner
A third-party negotiator who facilitates conflict negotiations without the authority to impose solutions is called a(n) ______. -mediator -arbitrator -moderator -analyzer
-mediator
A conflict resolution technique used by two parties of equal power that focuses on the parties generating alternatives that are acceptable to themselves is called ______. -arbitration -negotiation -compromise -mediation
-negotiation
A method of conflict resolution in which the two parties consider various alternative ways to allocate resources to each other in order to come up with a solution acceptable to both of them is called ______. -competition -negotiation -accommodation -avoidance
-negotiation
When parties seem to have equal levels of power, an effective technique for conflict resolution is ______. -compromise -accommodation -negotiation -job rotation
-negotiation
____________ is an important conflict resolution technique for managers and other organizational members in situations where parties have approximately equal levels of power.
-negotiation
One strategy used in the integrative bargaining process is to focus on the problem and ______. -not what is fair -not on interests -not subordinate goals -not the people
-not the people
eliance on ______ information leads others to support the manager because the information causes others to believe that what the manager is proposing is the proper course of action. -qualitative -subjective -timely -objective
-objective
Managers who are outstanding performers and make valuable contributions to an organization are likely to be ______. -offered lower positions -of little influence -asked to resign -offered central positions
-offered central positions
Sanjay works for Cotom Co. His management team encourages a variety of perspectives, looks for ways to improve organizational functioning and effectiveness, and view debates and disagreements as a necessary ingredient of effective decision making. His company is likely to demonstrate a(n)______. -very low level of conflict -an unusually high level of conflict -low level of organizational performance -optimum level of conflict
-optimum level of conflict
Kyle and Haley work in different departments. Recently they've found that the goals of each other's departments are at odds with one another. Though they haven't admitted it, both Kyle and Haley have done things to undermine the progress of the other group. This kind of tension is known as ______. -healthy competition -sequential task process -group storming -organizational conflict
-organizational conflict
The discord that arises when the goals of different groups are incompatible and those groups block one another's attempts to achieve their objectives is known as ______. -organizational conflict -integrative negotiation -distributed bargaining -conflict centralization
-organizational conflict
Conflict management strategies that are resolved in a functional manner should focus on ______. -organizations only -organizations and individuals -individuals only -managers and individuals -managers only
-organizations and individuals
Engaging in organizational politics can help managers ______. -overcome resistance to new ideas -lose support for potential changes -stimulate negative feelings among employees -encourage resistance from the rank and file
-overcome resistance to new ideas
When two or more departments claim authority for similar activities, it is known as ______ authority and can result in conflict. -erroneous -integrative -overlapping -distributive
-overlapping
Peter and Samantha have had repeated problems for over six months. Despite numerous attempts, other conflict resolution techniques have failed. It is now clear that a more drastic step, such as a _________________ job transfer or even dismissal, may be necessary.
-permanent
If other conflict management strategies do not work, managers may have to take very drastic steps, such as: (Choose all that apply.) -permanent transfers -job rotation -termination -mediation
-permanent transfers -termination
______________ strategies are especially important when managers are trying to gain support for major changes in an organization.
-political
Specific tactics that managers use to increase their power to get people to overcome resistance to a change is called ______. -distributive negotiations -political strategies -emphasizing subordinate goals -focusing on interests
-political strategies
There are generally four ______ for exercising power, one of which relies on objective information. -levels of management -political strategies -task interdependencies -sources of conflict
-political strategies
Activities that managers use to increase their power or achieve certain goals are called organizational ______. -structure -strategy -politics -culture -superordinate
-politics
Effective managers engage in ___________ to gain support for and implement needed changes. (Enter one word.)
-politics
Engaging in organizational ______ can help a manager overcome resistance to a change and achieve goals. -avoidance -politics -conflict -learning
-politics
Managers often use organizational ______ to resolve conflicts in their favor by using their power effectively to achieve their goals and overcome resistance or opposition. -culture -structure -values -politics
-politics
By controlling uncertainty, making themselves irreplaceable, being in a central position, generating resources, and building alliances, managers can increase their ______. -power -conflict -goals -certainty
-power
The more central irreplaceable activities are to organizational effectiveness, the more _________ a person gains.
-power
Lack of conflict in an organization often signals that managers: (Choose all that apply.) -try to get even with their opponents rather then make good decisions. -resist change. -emphasize conformity at the expense of new ideas. -strive for agreement rather than effective decision making.
-resist change. -emphasize conformity at the expense of new ideas. -strive for agreement rather than effective decision making.
When members of the organization do not understand another's work activities and conflict arises, a way to combat it is to practice job ______. -specialization -rotation -enlargement -design
-rotation
When resources are ______, management is more difficult and conflict arises. -tangible -dependent -numerous -scarce
-scarce
When one individual or group is regarded more highly than another, conflict arises due to these ______ inconsistencies. -status -task -authority -resource
-status
A higher level manager taking orders from an assembly line worker can lead to ______. -different evaluation systems -status inconsistencies -compromises -overlapping authority
-status inconsistencies
Sometimes managers can effectively resolve conflict by changing the organizational ______ used to group people and tasks. -structure -norms -values -culture
-structure
Sometimes, managers can effectively resolve conflict by changing organizational ________.
-structure
Goals that parties can agree to despite the source of conflict are known as ______ goals. -political -subordinate -economical -superordinate
-superordinate
Managers who are able to reduce and control uncertainty are likely to see ______. -increased resistance -their power increase -more conflict -their power reduced
-their power increase
When there is no conflict in an organization, this typically means ______. -the organization is into strong innovation -there is too much emphasis on conformity -the managers have done a great job resolving issues -the organization is about to be bought out
-there is too much emphasis on conformity
Wilhelm works for a company whose managers are likely to waste organizational resources to achieve their own ends, to be more concerned about winning political battles than doing what will lead to competitive advantage for their organizations, and try to get even with their opponents rather than make good decisions. This company probably demonstrates ______. -a high level or organizational performance -too much conflict -too little conflict -an optimum amount of conflict
-too much conflict
Managers who can control and reduce ______ for other managers, teams, and departments as well as the organization as a whole are likely to see their power increase. -competition -pay -uncertainty -benefits
-uncertainty
When managers can use their power _______, they exercise their power without people even noticing. -illegally -below board -unobtrusively -unethically
-unobtrusively
The ______ scenario means that rather than having a fixed set of alternatives from which to choose, the two parties can come up with new alternatives that can even expends possible resources. -lose-win -win-win -win-lose -lose-lose
-win-win
A(n) ___________ is a third-party negotiator who imposes a fair solution by which the parties must abide, whereas a(n) _____________ simply facilitates negotiations.
arbitrator; mediator
The two types of third-party negotiators are: ____________, who facilitate negotiations but do not have the authority to impose solutions, and __________, who have the authority to impose solutions they believe to be fair and which both parties are obligated to obey..
mediator; arbitrator
